SPECIAL CHARACTERISTICS OF SERVICES

The objective of this lesson is to have an insight into:

Special characteristics of service marketing Service Marketing Mix Service Marketing triangle
Lets understand the special characteristics of services . SPECIAL CHARACTERISTICS OF SERVICES Services are said to have four key characteristics which impact on marketing programmes.These are: Intangibility Inseparability Heterogeneity variability Perish ability (simultaneous production/consumption) It is helpful to consider each of these characteristics briefly: Intangibility Services are said to be intangible - they cannot be seen or tasted, for example. This can causelack of confidence on the part of the consumer As was apparent earlier, in considering pricingand services marketing, it is often difficult for the consumer to measure service value andquality. To overcome this, consumers tend to look for evidence of quality and other attributes, for example in the decor and surroundings of the beauty salon, or from thequalifications and professional standing of the consultant. Inseparability Services are produced and consumed at the same time, unlike goods which may bemanufactured, then stored for later distribution. This means that the service provider becomesan integral part of the service itself. The waitress in the restaurant, or the cashier in the bank,is an inseparable part of the service offering. The client also participates to some extent in theservice, and can affect the outcome of the service. People can be part of the service itself, andthis can be an advantage for services marketers. Heterogeneity Invariability Because a service is produced and consumed simultaneously, and because individual peoplemake up part of the service offering, it can be argued that a service is always unique; it onlyexists once, and is never exactly repeated. This can give rise to concern about service qualityand uniformity issues. Personnel training and careful monitoring of customer satisfaction andfeedback can help to maintain high standards.

 Perishability Services are perishable; they cannot be stored. Therefore an empty seat on a plane, for example, is a lost opportunity forever. Restaurants are now charging for reservations which are not kept, charges may be made for missed appointments at the dental clinic. Perishability does not pose too much of a problem when demand for a service is steady, but in times of unusually high or low demand service organisations can have severe difficulties. The above characteristics are generally referred to in many texts as being what makes services marketing so different. However, this assumption should be queried on a number of grounds. Like all sweeping generalizations, generalizations concerning services marketing donot always represent the full picture. Consider the question of tangibility. In the main,services can be broken down into three main classifications: Rented goods services Consumer-owned goods services Non-goods services Some of these categories involve goods which are physical, and which contribute in someway to the service offering. This gives rise to questions about the degree to which servicescan be classed as intangible. Another way of classifying services is to consider the distinction between equipmentbasedservices and people-based services. Examples of equipment-based services would include:Vending machines Car and tool hire Airlines People-based services would include: Nursery infant care Architects Legal services Yet another distinction can be made between consumed services, which are offered on a personal basis, and business-to-business or industrial services. Some service providers mayoperate in both these market sectors: Franchised child care services may offer local services to parents, and operate in-company schemes. Hotels may cater for the tourist and the business or conference market. Privatehealth care programmes generally offer personal and corporate rates. On the other hand, someservices such as industry-specific consultancy services or marine salvage operate in quite closely defined market sectors.

4. THE NATURE OF THE SERVICE PRODUCT Whichever means of classifying services is used, and whether or not there is agreement thatthe unique characteristics of services really represent unique distinctions, ultimately both physical goods and services provide benefits and satisfactions - both goods and services are 'products' or offerings. Consider the following breakdown of service offerings: Utilities: gas, power, water Transport and communications Recreation and leisure Insurance, banking and finance Business, professional and scientific For most of these categories it is easy to think of 'products' associated with them; insurance policies, heating and light, package holidays and so on. This has implications for services marketing management. As in traditional marketing concerned with-'tangible products, the services marketing manager needs to look closely at marketing strategy, including such aspects as: The service element of the augmented product - the characteristics which help distinguish a product from its competitors - is now a key factor in long-term success. Rapid developmentsin technology which mean that firms can no longer sustain a leading edge position in themarketplace by technological superiority alone has led to the development of service as amarketing tool for competitive advantage. The impact on profitability can be two-fold: profitability can increase.not only through superior competitive positioning, but many service divisions now represent profit centres in their own right. Another important area which is receiving increasing attention from marketers is thenot-forprofit service "sector. Not-for-profit organisations engage in a broad sphere of activityranging from cultural, educational and political interests to social and leisure activities. Thesize of these organisations ranges from very small, local concerns to large, multi-national

THE SERVICES MARKETING TRIANGLE The services marketing triangle (Figure 1-5) shows the three interlinked groups that work together to develop, promote, and deliver services. These key players are labeled on the points of the triangle: the Company (or SBU or department or "management"), the customers, and the providers (whoever it is that actually deliver the service to customers). Between these three points on the triangle, there are three types of marketing that must be successfully carried out for a service to succeed: external, internal, and interactive marketing. All these activities revolve around making and keeping promises to customers. For services, all three types of marketing activities are essential for building and maintaining relationships with customers. Each is now discussed in more detail. External Marketing: Making Promises Through its external marketing efforts, a company makes promises to its customers regarding what they can expect and how it will be delivered. Traditional marketing activities such as advertising, sales; special promotions, and pricing facilitate this type of marketing. But for services, other factors also communicate the promise to customers. The service employees, the design and decor of the facility, and the service process itself also communicate and help to set customer expectations. Service guarantees and two-way communication (especially in situations where promises can be negotiated and expectations can be managed on an individual basis) are additional ways of communicating service promises. Unless consistent and realistic promises are set via all of these external communication vehicles, a customer relationship will be off to a shaky beginning. Further, if there-is a tendency to over promise, the relationship may also be off to a weak beginning. Interactive marketing: Keeping Promises External marketing is just the beginning for services marketers: Promises made must be kept. Keeping promises, or interactive marketing, is the second type of marketing activity captured by the triangle-and is the most critical from the customer's point of view. Service promises are most often kept or broken by the employees of the firm or by third-party providers, most often in real time. Sometimes service promises are even delivered through technology,

as discussed a bit later. Interactive marketing occurs in the moment of truth when the customer interacts with the organization and the service is produced and consumed. Interestingly, promises are kept or broken and the reliability of service is tested every time the customer interacts with the organization. Internal Marketing :Enabling Promises A third form of marketing, internal marketing, takes place through the enabling of promises. In order for providers and service systems to deliver on the promises made, they must have the skills, abilities, tools, and motivation to deliver. In other words, they must be enabled. These essential services marketing activity has become known as internal marketing. Promises are easy to make, but unless providers are recruited, trained, provided with tools and appropriate internal systems, and rewarded for good service, the promises may not be kept. Internal marketing also hinges on the assumption that employee satisfaction and customer satisfaction are inextricably linked. Aligning the sides of the Triangle In a triangle, all three sides are essential to complete the whole. For services all three marketing activities, represented by the sides of the triangle, are critical to success; without one of the sides'-in place, the triangle, or the total marketing effort, cannot be optimally supported. Each side represents significant challenges, and as we proceed through the text we will find approaches and strategies for dealing with all three. FedEx Corporation is an example of a company that has all sides of the triangle well aligned. 13 With respect to external marketing, FedEx is a master. They understand their customers, do extensive market research (2,400 customer surveys per quarter), measure customer satisfaction daily (through their service quality indicator, or SQI), and listen to customers. Promises are communicated effectively to the marketplace through awaitwinning advertising messages and consistent statements by their people. Interactive marketing-keeping promises-is at the heart of FedEx's strategy. The book-length "Manager's Guide," given to every FedEx manager, states that "Each customer contact is a moment of truth that conveys an image of Federal

Express." A shared goal within the company is that every one of these service encounters be flawless from the customer's point of view. The folks that deliver FedEx's premises directly (drivers, front-line telephone people, business logistics consultants) all know -that 100 percent success in interactive marketing is the goal. FedEx also knows that 100 percent success is not possible unless all of these providers are enabled to provide quality service through technology, rewards, support systems, and empowerment. Open communication with employees is another key to successfully rallying them around new initiatives and opportunities aimed at building business. As a result of its support and fair treatment of employees, employee loyalty at FedEx is very high, and promises to customers can be kept. Technology and the Services Marketing Triangle With the impact of technology on all dimensions of service and service delivery, it has been suggested that the services triangle be expanded to explicitly include-technology-turning the triangle into a pyramid, as shown in Figure 1-6.14 The pyramid suggests that interactive marketing can be the result of customers, providers, and technology (or some subset of the three) interacting in real time to produce the service. It also suggests that management has the responsibility to facilitate not only the delivery of service through human providers, but also the delivery through technology. Finally, the pyramid suggests that customers will, at times, interact only with technology and Company

Technology

Providers

Customers

Figures 1-6 The services triangle and technology.

therefore will need skills, abilities, and motivation to receive services in that manner. Issues of customer satisfaction with technology-delivered services are also implied. Returning to our FedEx example, we see further clues to FedEx's success through their integration of technology into the services triangle. IS Via its POWERS HIP software and Internet access, FedEx is working with its customers to provide them access to FedEx order-taking, package-tracking, information-storing, and billing systems. The goal is to have all customers online by the year 2000. In this way, FedEx customers receive quality service, when they want it, and are able to customize the service on their own. FedEx sees limitless possibilities for improving customer service and providing new services to customers via technology.